ISO 9000 Standard Document Review

The ISO 9000 Standard requires that documents be reviewed. Previously the implication was that the review was a check by potential users that the document was fit for purpose before it was offered for approval. It could be construed that for a document to receive approval it must be checked and therefore ‘review and approval’ in this context are one and the same and the requirement is in this instance enhanced rather than relaxed. A review is another look at something. Therefore document review is a task that is carried out at any time following the issue of a document. This requirement responds to the Continual Improvement principle. Reviews may be necessary when: - Taking remedial action (i.e. Correcting an error) - Taking corrective action (i.e. Preventing an error recurring) - Taking preventive action (i.e. Preventing the occurrence of an error) - Taking maintenance action (i.e. Keeping information current) - Validating a document for use (i.e. When selecting documents for use in connection with a project, product, contract or other application) - Taking improvement action (i.e. Making beneficial change to the information)
Read more on ISO 9000 Standards at http://www.iso9000-standards.com

ISO 9001:2008 Standards Check List

1. ISO 9001 General Requirements Has the organization established, documented, implemented and maintained a quality management system in accordance with the requirements of ISO 9001?
 2. General Documentation Requirements Does the quality management system documentation include documented procedures and records required ensuring effective operation and control of its processes?
 3. Quality Manual Has a quality manual been established and maintained that includes:
 4. Control of Documents Are documents required for the quality management system controlled?
 5. Control of Records Have records been established and maintained to provide evidence of conformity to requirements and of the effective operation of the quality management system?
 6. Management Commitment How has top management demonstrated commitment to the development and improvement of the quality management system?
 7. Quality Policy Organization has top management ensured that the quality policy:
 8. System Planning 1. Quality Objectives a. What are the quality objectives that have been established at relevant functions and levels within the organization?
 9. Responsibility, authority and Communication Responsibility, authority and Communication Audit Checklist 1. Responsibility and authority
 10. Resource Management Resource Management Audit Checklist 1. Provision of resources
 11. Planning of Product/Service Realization Planning of Product/Service Realization Audit Checklist Is planning of the realization processes consistent with the other requirements of the organization’s quality management system?
 12. Management Review Management Review Audit Checklist 1. General checklist a) Does the top management review the quality management system, at planned intervals, to ensure its continuing suitability, adequacy and effectiveness? 13. Product review Determination of Requirements Related to the Product (7.2.1)
 14. Design and Development Planning and Design and Development Inputs What is the design and development planning methodology described in the design procedure?
 15. Design and Development Outputs Audit Are the outputs of the design and/or development process documented in a manner that enables verification against the design and/or development inputs?
 16. Design and Development Review Audit Are systematic reviews of design and/or development conducted at suitable stages?
 17. Design and/or Development Verification Is design and/or development verification performed to ensure the output meets the design and/or development inputs?
 18. Design and/or Development Validation Is design and/or development validation performed to confirm that resulting product is capable of meeting the requirements for the intended use?
 19. Control of Design and Development Changes Are design and/or development changes identified, documented, and controlled?
 20. Purchasing Process Does the organization control its purchasing processes to ensure purchased product conforms to requirements?
 21. Purchasing Information Do purchasing documents contain information describing the product to be purchased?
 22. Verification of Purchased Product Have the inspection or other activities necessary for ensuring that purchased product meets specified purchase requirements been established and implemented?
 23. Control of Production and Service Are the production and service provision planned and carried out under controlled conditions including:
 24. Validation of Processes for Production and Service Provision Have processes where deficiencies may become apparent only after the product is in use or the service has been delivered been validated checklist.
Read more on ISO 9001:2008 Standard at http://www.iso9001store.com

Quality Management System For Business Performance Improvement

The purpose of Quality Management Standard (QMS) is to encourage the application of  process approach to manage a company. A process is an activity that uses resources to change the inputs to outputs. For company to perform effectively, they have to identify and manage the interrelated and interacting processes. The “Process Approach” is the systematic identification and management of the processes applied within a company and particularly the interactions between those processes. In order to manage a company efficiently, it is important to do it in a systematic and transparent manner.

Success can be achieved by implementing and maintaining a quality management system that is designed to continually improve the performance while addressing the requirements  of all interested parties. 8 quality management system principles that can be used by management in order to manage the company towards improved performance are as below:
Customer focus Organisations depend on their customers and therefore should understand current and future customer needs, meet customer requirements and strive to exceed customer expectations.
Leadership Leaders establish the purpose and direction of the organisation. They should create and maintain the internal environment in which people can become fully involved in achieving the organisation’s objectives. Involvement of people People at all levels are the essence of an organisation and their full involvement enables their abilities to be used for the benefit of the organisation. 
Process approach A desired result is achieved more efficiently when activities and related resources are managed as a process. System approach to management An organisation’s effectiveness and efficiency in achieving its objectives is attributed to the identifying, understanding and managing interrelated processes. Continual improvement Continual improvement of the organisation’s overall performance should be a permanent objective of the organisation. 
Factual approach to decision making Effective decisions are based on the analysis of data and information. Mutually beneficial supplier relationships An organisation and its suppliers are interdependent and a mutually beneficial relationship enhances the ability of both to create value. 
These eight quality management principles form the basis for the quality management system standards within the ISO 9000 family. 


Read more on ISO 9000 Standard at http://www.iso9001store.com
information on Quality Management, please go to http://www.iso9001store.com

Training In ISO 9001 Standards

Implementing ISO 9001 in any organization first requires the development of the necessary knowledge, skills and understanding to enable the practical application of the standard. At this stage organizations often seek the help of a consultant but this is often unnecessary since the required understanding can easily be sought for free.

The training section provided by ISO 9001 Checklist is intended to give any business a knowledgeable foundation that ensures their quality management system is highly robust. It could save you £0000′s in consultancy fees.

The Concept behind ISO 9001 Training

ISO 9001 training is a unique internet browser based tutorial solution that provides expert practical guidance for businesses wishing to interpret ISO 9000 fundamentals to help better understand and implement the requirements of ISO 9001:2008. It could help your business to get the most out of your quality management system, and it’s free to use!

The ISO 9001 training section represents a body of knowledge which explains the requirements of the standard in plain English coupled with practical guidance and interpretation. The online ISO 9001 training section divides the standard into four sections that follow the Plan, Do, Check and Act cycle. The page menu then subdivides each section into Principles, Base Clauses and Requirements for easy comparison. Each stage of the cycle then relates each clause of ISO 9001:2008 to the key concepts that lie at the heart of quality management.

How does it Work?

Simple, it encourages the use of the PDCA cycle as a means to implement your quality management system by prompting the user to:

PLAN your quality system’s high level processes, define your quality policy and establish your quality objectives in accordance with the expected output. Consider; how will the quality management system be documented, what resources will be needed, who will have responsibility for what and how will the effectiveness of the system be evaluated and communicated.

DO carry out day-to-day activities by performing the necessary processes in accordance with any planned arrangements. Gather performance information by undertaking audits and other measurements as planned.

CHECK the results and analyse the information gathered through various measurements and monitoring activities to determine whether the quality management system has achieved what it set out to do.

ACT by using the results from internal audits, preventive actions and management reviews to ensure the continual improvement of your quality management system; continual improvement should be the organization’s permanent objective.What Happens after Implementation?

You need to choose a registrar. The registrar is a third party certification auditor who will assess your quality management system and issue a certificate if it meets the requirements of ISO 9001:2008. In choosing a registrar you should consider their industry experience, geographic coverage, price and service level offered. The key is to find a registrar who can meet your requirements. For further information regarding national accredited certification bodies, please visit UKAS.

Pre-assessment by your registrar normally takes place about 6 weeks before registration. The purpose of the pre-assessment audit is to identify areas where you may not be operating in accordance with the standard. This allows you to correct any deficiencies before registration.

Prior to registration, you should arrange an initial assessment with your registrar. At this point the registrar will review your quality management system (by interviewing staff, observing activities and checking records) to decide whether you should be recommended for registration.

The ISO 9001 Standards Training DVD can be obtained at http://www.iso9001store.com

Active Implication Of The Implementation Of Quality Management System

Active Implication Of The Implementation Of Quality Management System

Successful implementation of a quality management system is conditioned by implication of the top management of SME. ISO 9001 gives a special importance of the commitment of the top management obviously defining its role in the quality management system. It is underlined the promoting the leadership principle in practice as a base for operational the others principles of the quality management system.

The commitment and active implication of the top management are essential for developing, implementation and maintaining an efficient and efficacy quality system management, having as a final purpose ensuring an increasing clients’ satisfaction.

To achieve such a desideratum, top management must consider the following actions:

· defining the visions, policies and strategic objectives of SME;

· direct participation of the management to improving projects;

· obtaining the feedback regarding efficiency and efficacy of the processes of making the products;

· developing an environment that encourages the involving of the personnel;

· ensuring the necessary resources for achieving the objectives.

Top management defines the methods of the performances of SME to determine the stage of achievement the objectives.

These methods must allow the evaluation:

· financial performances of SME;

· performances of the processes of SME;

· client’s satisfaction, personnel’s and other interested parts’ satisfaction;

· other success factors identified by management.

Information that results from such evaluations are used as incoming elements for the analysis done by management for continue improving of the quality management system, that must ensure the base for improving

the performances of SME.

In this way, top management can demonstrate its commitment through:

· understanding the necessities and present expectations and client’s perspective;

· promoting policies and objectives for increasing the awareness and implication of the personnel in SME;

· adopting the principle of continue improving as a base principle for the processes of SME.

· Rigorous planning of all processes of SME and to operate the changes;

· ensuring an adequate background to satisfy the requirements of the interested parts.

Top management has to involve directly in identification the processes of fabrication the products because these are directly tied by SME’s success. Also, a special attention must be paid on identification of those reliance processes that affects either the efficacy and efficiency of the processes of fabrication of the products of SME, or the necessities and expectations of the interested parts.

The management of SMEs should ensure that the processes are carried out as an efficacious and efficient net. For this it should be analyzed and got at its best the interaction of all processes. In this purpose it must consider the following aspects:

· ensuring the sequence and interaction between processes are in that way designed so they allow getting the desired results;

· ensuring that incoming and outgoing elements are obvious defined and are kept under control;

· monitoring the incoming and outgoing elements to check if the processes are correlated and carried out efficacious and efficient;

· identification and administrate the risks and to turn to account the opportunities of improving

performances;

· doing the analysis of the information for continuously improving of the processes;

· designating the responsible of the processes;

· ensuring that every process is managed so that it allows the achievement of the established objectives;

· defining the necessities and expectations of the interested parts.

Top management can present proves regarding its commitment for developing and implementation of the quality management system as well as for continuously improving of its efficacy through:

· communication of the importance of satisfaction of the clients’ requirements in SME, as well as legal requirements;

· defining the policy and objectives regarding the quality;

· managing the analysis of the quality management system;

· ensuring the necessary resources for the achievement of the objectives.

One of the main tasks that top management has to accomplish refers to defining the policy in the quality field. There is no form of standard presentation, but the policy must be in such way formulated so it ensure:

· getting client’s satisfaction as a main goal;

· clarifying the way in which it is ensured the quality of the products and services of SME;

· explicit commitment of the management regarding continue improving of the quality;

· assuming by the management the responsibility regarding the achievement of the objectives regarding quality.

Policy will be implemented through the objectives regarding the quality, that should be measurable. The more participation of the top management is more direct and more visible, the more the necessary period will be shorter for establishing and implementation of the quality system management, on one hand because of the availability of the resources and on the other hand because of a less bureaucratic approach that top management of SME has in this case.

When it is decided the implementation of a quality management system or it is approved an improving schedule of this, it is vital to exist an obvious understanding of the estimated duration and necessary resources from the management. Often, the initiatives regarding the quality management system fail because of this commitment is missing, especially from the top management.

Why is ISO 9001:2008 Certification Important?

Why is ISO 9001:2008 Certification Important?

First of all it provides a system for managers and organizations to achieve excellence and opens the door for American manufacturers and/or service organizations seeking a larger role in both international trade and with other American organizations. Many organizations require their suppliers to be certified or at a minimum to be working toward certification on ISO 9001:2008 to do business.

Consider the facts (source MORI/SGS-ICS) that with ISO 9001 certification:

• 83% realized improved management control
• 82% realized improved customer satisfaction
• 62% said it improved the ability to win work
• 61% stated a more motivated workforce
• 60% realized improved productivity
• 60% saw reduced waste
• 52% stated it improved marketing
• 50% had reduced costs
• 49% realized increased market share

ISO 9000 AND THE CONSTRUCTION INDUSTRY

ISO 9000 AND THE CONSTRUCTION INDUSTRY

A formal quality management system has the potential to change attitudes, cultures, and work procedures at any construction firm in a way the organization has never experienced before. In most cases, in order to set up a

formal quality management system at a construction firm, there has to be direct demands from their customers, whose requirement for quality is essential for doing business. Most of the construction organizations will not enter into the cost and allocation of resources to implement a quality management system unless they will be compensated. There is a general movement towards making implementation of a quality management system a contractual requirement. Small to medium sized organizations can always argue that they ‘operate to a quality system’ although this is not formalized. However, since the existence of such ‘informal’ quality systems are

difficult to justify, the International Standards Organization, (ISO) has come up with ISO 9001 series of standards that are applicable to all organizations irrespective of size or nature of business.

ISO 9000 refers to a set of quality management standards. Standards present an opportunity for an organization to develop a quality management system that meets the requirements specified by ISO 9001:2000, which are

recognized internationally, making the organization competitive. ISO 9001 family of standards is undeniably the most prolific of all formal standards. This could be due to the worldwide applicability standardization and

flexibility with which the standards are associated, even though there are some experts that still question the standards’ applicability in the construction industry. It is important to note that ISO 9001:2000 has replaced ISO 9001:1994, ISO 9002:1994 and ISO 9003:1994, while the old ISO 9002 and ISO 9003 standards have been discontinued.

A formal quality management system has the potential to change attitudes, cultures, and work procedures at any construction firm in a way the organization has never experienced before. In most cases, in order to set up aformal quality management system at a construction firm, there has to be direct demands from their customers,whose requirement for quality is essential for doing business. Most of the construction organizations will not enterinto the cost and allocation of resources to implement a quality management system unless they will becompensated. There is a general movement towards making implementation of a quality management system acontractual requirement. Small to medium sized organizations can always argue that they ‘operate to a qualitysystem’ although this is not formalized.

However, since the existence of such ‘informal’ quality systems aredifficult to justify, the International Standards Organization, (ISO) has come up with ISO 9001 series of standardsthat are applicable to all organizations irrespective of size or nature of business. ISO 9000 refers to a set of quality management standards. Standards present an opportunity for an organization todevelop a quality management system that meets the requirements specified by ISO 9001:2000, which arerecognized internationally, making the organization competitive. ISO 9001 family of standards is undeniably themost prolific of all formal standards. This could be due to the worldwide applicability standardization andflexibility with which the standards are associated, even though there are some experts that still question thestandards’ applicability in the construction industry. It is important to note that ISO 9001:2000 has replaced ISO9001:1994, ISO 9002:1994 and ISO 9003:1994, while the old ISO 9002 and ISO 9003 standards have been discontinued.